Front Line Managers and Employee Outcomes: The Role of Interactional Justice and Supportive Culture
Kenneth Cafferkey et al.
What the paper says
The contributions of front line managers (FLMs) are traditionally assumed to have a profound impact on the performance of individuals but few studies have examined the role of front line managers in the process through which positive work behaviour and attitudes are realised. This research introduces interactional justice and supportive culture as two potentially key conditions under which positive outcomes result. Using original data from Academics in Malaysia, a collective culture, we test the proposition supportive FLM will influence work outcomes and also interactional justice with a supportive culture. Academics totalling 324 from private universities in Malaysia participated in this study. Findings suggest that interactional justice mediates the relationship between support FLM and proactive behaviour and work attitude. Supportive culture moderated only work attitude. Overall, our findings illustrate that supportive FLMs play critical role in developing positive work behaviour and attitude, however supportive culture was not a necessary condition in eliciting work behaviour. The implications for these findings are discussed and important areas for future research are presented.
3 citations
Evidence weight
Balanced mode · F 0.40 / M 0.15 / V 0.05 / R 0.40
| F · citation impact | 0.10 × 0.4 = 0.04 |
| M · momentum | 0.80 × 0.15 = 0.12 |
| V · venue signal | 0.50 × 0.05 = 0.03 |
| R · text relevance † | 0.50 × 0.4 = 0.20 |
† Text relevance is estimated at 0.50 on the detail page — for your query’s actual relevance score, open this paper from a search result.